The incorporation of the social, environmental, and economic dimensions of sustainability in different aspects of human life and business provides a guarantee for our future. Organizations have shown a great interest in incorporating sustainability into managerial concepts, both at the strategic and operational levels. Sustainable business strategies are being implemented in many projects, which has led to a recent expansion of interest in exploring the potential of integrating sustainability dimensions in project management. With the intention of contributing to a better understanding of sustainable project management, this paper examines whether project management methodologies, applied in different sectors, support the introduction of sustainability dimensions. It also surveys the level of integration of sustainability dimensions in groups of project management processes. Considering that the incorporation of sustainability in project management poses numerous challenges for project managers, this paper examines the necessary knowledge and skills required for sustainable project management in different sectors. As part of this research, an empirical survey was conducted in project-oriented organizations from both the public and private sectors. The findings reveal that the application of project management methodologies promotes the introduction of sustainability dimensions, particularly the social aspect, irrespective of the sector, since the processes in projects managed by a specific methodology are consistent with the social elements of sustainability. In the public sector, there is a noticeable lack of knowledge of the meaning and dimensions of sustainability and, accordingly, an urgent need for project managers to gain knowledge and skills pertaining to sustainable project management.

The goal of each company today is to improve business and increase profit through the reorganization and simplification of its processes, decrease of costs and resources utilization etc. Improving the business is usually implemented...

Business so that it begins to operate on the principles of sustainability, ensure the implementation of a sustainable development strategy, and contribute to creating value for the organization and society. Searching for options to establish long-term stable businesses in an unstable environment, organizations began exploring the benefits of the concept of sustainable development and ways to integrate it at all levels of government in a relatively short period of time. By deciding to integrate the concept of sustainable development into their business strategies, organizations contribute to the co-creation of value because each individual in the business system acts in such a way as to minimize the harmful impact and maximize the positive impact of business activities on society and the environment. The research examined the contribution of sustainable project management to value creation through project results, which establishes a balance between satisfying the expectations of clients and other stakeholders and achieving economic goals while contributing to social well-being and environmental protection.

During the process of managing a project, requirements and approaches are changed, depending on the project implementation stage or certain challenges that occur during the project implementation. The degree of project's complexity changes over its life cycle phases, where the uncertainty might be considered as highest at the initial phase with the tendency to reduce as information gathers over time. Within the paper different project management approaches are presented, emphasizing the difference among them and their sensitivity to uncertainties and projects characteristics. The traditional approach is suitable for managing well-structured projects in the project environment with clear requirements and project scope. But, stakeholders cannot always specify all the requirements at the very beginning of the project and changes throughout the project life cycle can be expected. Agile project management is most appropriate for managing projects with expected frequently changes throughout the project life cycle and related to that high uncertainty. For managing projects with not clearly defined goals and solutions, which are high-risk and high-change projects, with high failure rates, possible option might be extreme project management. In the situation when a project has clear solution but not clearly defined goals, emertxe project management could be best project management approach. The requirements of project management could be developed during the project life cycle, depending on different characteristics of project life cycle phases. Also factors that affect project success are discussed in the paper as well as importance of considering project complexity, uncertainty and project environment. Theoretical and practical implications are discussed.

The paper explores how decentralized music production is transforming creative and organizational practices in the music industry by integrating agile project management principles and interactive elements of collective intelligence. Decentralized production, enabled by digital platforms, cloud-based tools, and communication tools, allows geographically dispersed musicians and producers to collaborate horizontally, challenging traditional hierarchical studio models. Based on theories of collective intelligence and agile methodologies, the paper argues that effective management and collaborative creativity are key to realizing the potential of such distributed music projects. The paper presents a conceptual model that illustrates the integration of agile project management and collective intelligence in decentralized music production, emphasizing iterative creative processes and interactive knowledge sharing. The paper argues that the fusion of project management and collective intelligence represents a fundamental shift in how music is produced, distributed, and imagined in the digital age.